Abstract
The paper aims to examine how police managers cope with the threats and opportunities associated with the implementation of smart policing applications. Smart policing has reshaped the practices of police managers by offering opportunities to improve decisions with data-driven approaches. These new approaches change the traditional ways in which police managers exercise discretion. Using the theoretical lens of coping theory, we develop the foundations for a research model to explain how smart policing stimulates problem-focused and emotion-focused strategies depending on managers' perceptions of control and discretion. Future empirical studies using the model can inform more broadly on our understanding of how public sector employees respond to data-driven technologies and automated decision-making.